strategic human resource leadership - talentedge
TRANSCRIPT
Strategic Human Resource
LeadershipCornell Certificate Program
DURATION 3 MONTHSCOURSE START DATE:
OVERVIEW
KEY FEATURES
There are huge responsibilities on the shoulders of 21st century ’s HR managers which include strategic thinking and leading the organization from the frontlines. As businesses evolve, the Human Resource department is being relied upon to execute well-de�ned HR strategies which align with larger organizational strategies.
As an HR executive or manager, you are expected to articulate your company’s business goals and strategy and the human resource tools and expertise in your arsenal — from recruitment, to talent management, to engagement— are necessary to support the overall business strategy. Upon completion of this online certi�cate course from E-Cornell, the HR managers should be able to speak and understand the language of your business leaders with ease.
This advanced HR management Leadership certi�cate course from E-Cornell provides a broad organizational perspective, laying the foundation for you to identify, develop, and measure HR initiatives critical to your �rm’s bottom-line success.
• Certi�cate of Completion from Cornell Upon successful completion of the course, receive a Strategic Human Resources Leadership Certi�cate from Cornell ILR School
• E�ectively In�uence business Strategy as an HR leader Execute well-de�ned HR strategies which align with larger organizational strategies
• Create Maximum Value for Stakeholders EDevelop a plan to structure an organization’s people, processes, and technologies to create maximum value for stakeholders
• Create a Model for Best HR Practices EDistinguish between diversity and inclusion, develop a model for talent management that attracts and retains talent and describe methods to reduce prejudice and improve psychological safety in work groups
• Positively A�ect Relationships between Management, Unions and Employees Analyse labour relations environments, understanding regulatory and organizational elements and how they a�ect relationships between management, unions and employees
• Learn from the Accomplished Faculty of Cornell University Lectures imparted by the highly esteemed faculty of Cornell University
WHAT WILL YOU EARN?
• Strategic Human Resources Leadership Certi�cate from Cornell ILR School
• 40 Professional Development Hours (PDHs)
• 30 Strategic Management credit hours toward SPHR and GPHR recerti�cation
• 30 Continuing Education Units (CEUs) toward PHR, SPHR, and GPHR recerti�cation
• 36 Professional Development Credits (PDCs) toward SHRM-CP and SHRM-SCP recerti�cation
WHO SHOULD ENROL?
• HR Managers
• HR Directors / Supervisors
ELIGIBILITY
For Indian ParticipantsGraduates (10+2+3) or Diploma Holders (only 10+2+3) from a recognized university (UGC/AICTE/DEC/AIU/State Government) in any discipline.
For International ParticipantsGraduation or equivalent degree from any recognized University or Institution in their respective country. Pro�ciency in English, spoken & written is mandatory.
CERTIFICATION
Upon successful completion of the course, receive a Human Resources Management Certi�cate from Cornell ILR School
TALENTEDGE WAY
Live & Interactive Digital LearningFully Online Program with LIVE online interactive lectures that provides a “real” classroom experience in a “vir tual” environment. No isolated learning experience
Weekend ScheduleScheduled classes at convenient timings for working professionals
AI & ML Powered Mobile platform Seamless technology that can transmit lecture videos e�ectively at home broadband connection of 512 kbps on all screens; desktop, laptop, tabs & mobiles through app and browsers
SYLLABUS
• Human Resource Leadership
• Aligning HR Strategy with Organizational Strategy
• Diversity and Inclusion in Practice for HR
• Getting Results through Talent Management
• Strategic Engagement
• Strategic Talent Analytics
Completion Rate95%
Satisfaction Score92%
Refereability78%
Program Commencement:Schedule of classes:Duration: 3 MonthsProgram Fee: 1,25,000 + GST(Instalment Options Available)
TALENTEDGE WAY
FACULTY
Christopher Coll ins
Christopher J. Collins is an Associate Professor of Human Resource Management and Director of CAHRS in the ILR School at Cornell University. He earned his Ph.D. in Organizational Behavior and Human Resources from the Robert H. Smith School of Business at the University of Maryland.
Dr. Collins’ teaches, conducts research, and does consulting in the areas of strategic human resource management, the role of HR practices and leadership in driving employee engagement, and the role of HR in driving �rm innovation and knowledge creation. His research has been accepted for publication in the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, Human Resource Management Review, and Human Per formance. In addition, Dr. Collins serves on the editorial boards of the Academy of Management Journal, Journal of Applied Psychology, the Journal of Management, and Personnel Psychology.
He currently teaches courses in Human Resource Management, Organizational Consulting, and Business Strategy to masters and undergraduate students in the ILR School at Cornell University. Dr. Collins has taught executive development programs at Cornell University and the Society of Human Resource Management. He has also worked as a private HR consultant or conducted executive development programs to multiple Fortune 500 organizations and several startup organizations. His consulting work has primarily focused on talent management, employee engagement, and strategic HR planning.
Dr. Collins is a member of the Academy of Management, Strategic Management Society, and Society for Human Resource Management.
A s s o c i a t e P r o f e s s o r, C o r n e l l U n i v e r s i t y
Lisa N ishi i
Lisa Nishii joined the faculty of the Human Resource Studies department at the ILR School, Cornell University after receiving her Ph.D. and M.A. in Organizational Psychology from the University of Maryland, and a B.A in economics from Wellesley College.
Nishii is an expert on inclusion in organizations. Her research focuses on the con�uence of organizational practices, leadership behaviors, and climate for inclusion on individual- and group-level outcomes. Using multi-level and multi-method research designs across a number of large-scale federally funded projects, she has found that leaders play an important role in shaping inclusion. In particular, the extent to which leaders role model inclusive behaviors, clarify the learning and innovation bene�ts of diversity for the group’s work, and set strong norms related to interpersonal interactions, determines the inclusiveness of their workgroup climates. In turn, workgroup climate has important implications for the authenticity of the relationship that group members develop, the positive versus negative quality of relational ties, the information that is shared among group members, the extent of con�ict that is experienced, and ultimately the creativity, �nancial per formance, and turnover rates associated with these groups. Workgroup climate also impacts individual-level experiences of discrimination versus inclusion, as well as engagement and per formance. She is currently developing and testing the e�ectiveness of training interventions for leaders as well as for in-tact teams on how to cultivate workgroup inclusion. Nishii ’s earlier research focused primarily on diversity in individual-level cognition and behavior as determined by national culture.
Nishii actively publishes in top-tier journals, including the Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, and Science, and serves on the editorial boards for AMR, AMJ, and JAP. She is currently the Chair of the Academy of Management’s Gender and Diversity in Organizations Division, and the Chair of the ILR School’s International Programs. She serves on a variety of college and university-level councils for diversity, globalization, and engaged learning. Nishii also consults with multinational companies, primarily related to diversity and inclusion and organizational assessment.
C h a i r o f I L R I n t e r n a t i o n a l P r o g r a m s , C o r n e l l U n i v e r s i t y
John Hausk necht
John Hausknecht is an associate professor of human resource studies at Cornell University. He earned his Ph.D. in 2003 from Penn State University with a major in industrial/organizational psychology and minor in management. He received the 2004 S. Rains Wallace Award for the best dissertation in the �eld of industrial/organizational psychology. Professor Hausknecht ’s research primarily falls within the domain of sta�ng and has appeared in the Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. Recent papers have examined applicant persistence in selection settings, reactions to company hiring practices, and predictors and consequences of collective-level absenteeism and turnover. He currently serves on the editorial boards of the Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology.
Professor Hausknecht teaches undergraduate and graduate-level courses on human resource management, sta�ng organizations, and HR analytics. He received the ILR School’s MacIntyre award for exemplary teaching in 2008. Prior to academia, he worked as a consultant to Fortune 500 �rms in the areas of leadership assessment, talent management, and organizational change. Professor Hausknecht is a member of the Academy of Management, American Psychological Association, Society for Industrial and Organizational Psychology, and Society for Human Resource Management.
A s s o c i a t e P r o f e s s o r, C o r n e l l U n i v e r s i t y
Brad B ell
Bradford S. Bell is an Associate Professor of Human Resource Studies and Director of Human Capital Development and Executive Education in the School of Industrial and Labor Relations at Cornell University. He received his B.A. in Psychology from the University of Maryland at College Park and his M.A. and Ph.D. in Industrial and Organizational Psychology from Michigan State University. Dr. Bell teaches courses in Human Resource Management, Training and Development, and Work Groups and Teams to graduate and undergraduate students. Dr. Bell worked in the management and organization development department of First USA Bank/Banc One and has worked as an HR consultant for multiple private and public �rms. Dr. Bell is a member of the Academy of Management, Society for Industrial and Organizational Psychology, and American Psychological Association.
P r o f e s s o r a n d D i r e c t o r o f E x e c u t i v e E d u c a t i o n , I L R S c h o o l, C o r n e l l U n i v e r s i t y
